Council seek support for large tech-led change program

Case Study

This local government council knew that aligning their systems, people and processes was the key to achieving their 2040 Community Vision and had embarked on a large technology-led change program. They reached out to the team at Davidson to help minimise risk and maximise success.

Key takeaways

Alignment to Vision

Aligning systems, people, and processes is crucial for achieving long-term organisational vision and goals.

Transformation through Collaboration

Ensuring collaboration with employees and stakeholders ensures sustainable change and fosters readiness for new ways of working.

Planning is Key

Employing data-driven analysis and roadmap development enables effective planning and prepares for successful transformation.

Challenge

The council’s executive team understood the advantages of having a single, integrated Enterprise Resource Planning (ERP) solution and they wanted to ensure that the plethora of touchpoints that this would impact across the organisation – other systems, people, processes and culture – were genuinely ready for the change.


They also wanted to ensure that the changes were delivered in collaboration with employees and key stakeholders and that the new ways of working would be sustainable.

Solution

“In a situation like this, it’s important not to just deliver an assessment and give answers,” said Adam Meadows, Senior Partner and Davidson’s National Advisory Lead. “Davidson’s approach is always to build the capability and capacity within an organisation so that they become less reliant on us throughout our engagement.”


The solution was for the Davidson team to build an understanding amongst the council’s key decision makers of:

All the elements required for a successful transformation – customer experience, structured ways of working, empowered people and a unified partner and technology ecosystem.

The work effort needed for each element and the level of sponsorship required to deliver the work effort.

What being ‘ERP-ready’ looked like.

Taking a data-driven vendor- and product-agnostic approach, the team:

Completed a current state analysis, reviewing data and documentation and consulting with key stakeholders

Identified challenges, pain points and opportunities across the organisation

Produced a high-level digital maturity assessment to benchmark and support forward planning

Performed ‘day in the life of’ interviews and documented example system user personas

Documented the future state organisational vision and objectives

Identified four key focus areas for transformation

Created a roadmap of priority initiatives for the next 180 days

Identified ERP readiness requirements and actions.

Outcomes

A strategy and transformation plan was developed, aligned with council’s:

purpose, vision, community/customer value;

strategy, outcomes, desired results;

and business processes, culture, governance, policy, and measurement practices.

The plan articulated:

This created a safer workspace for all of its employees, and reduced safety incidents of new hires by

0 %
Man in hard hat and high visibility vest crosses by railway track and inspects it.

the case for change,

the desired end state,

an assessment of the maturity and risks across people and engagement, processes, the systems landscape and service and support,

and the priorities for an engaged and ‘ERP-ready’ organisation.

The skills and experience developed by council project team members throughout the engagement enabled the continuation of the council’s transformation journey and delivery momentum once the Davidson team concluded their work.


At Davidson, we see our partnerships as being for the long-term. We think ‘30 years’ not ‘30 days,’ and we’re committed to going the extra mile to achieve results that deliver sustainable outcomes.

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